Our VP of Marketing is highly creative and has built an incredible brand, but as we scale toward twenty million, he refuses to rely on data, analytics, or ROI tracking, continuing to make massive budget decisions based on gut feeling. How do we help him scale his decision making or transition him?

Question

Tyler Smith · Accepted Answer

This is a classic capacity mismatch. Your VP of Marketing was perfect for the early phase where raw creativity and gut-driven experimentation built the brand. However, as the budget grows, gut feeling becomes an expensive liability. Under the EOS framework, we look at this through the lens of GWC, which stands for Get It, Want It, and Capacity to do it. Your leader has the drive and the understanding of the brand, but he lacks the conative or cognitive capacity to manage data-driven, scaled marketing systems.

First, you must have an honest, direct conversation outside of your weekly Level 10 Meeting. Use the Accountability Chart to define the five major roles of his seat, specifically highlighting measurable ROI tracking and data analysis. Show him that the seat has evolved and now requires analytical rigor.

If he is willing but simply lacks the skill, provide a short window for coaching or training. However, if he resists data and insists on operating by instinct, you must make a hard choice. Keeping him in a seat he cannot scale will stall your growth and waste capital.

To handle this cleanly, transition him to a creative specialist seat on your Accountability Chart, such as Brand Director, where his creative genius is maximized. Then, bring in a data-driven VP of Marketing who has the capacity to build systems and manage analytical performance. This preserves his dignity, keeps his creative brilliance in the company, and unlocks your ability to scale.